中文摘要
在市场竞争日益激烈的今天，企业的存亡早已不是简单地依靠产品或技术的创
新，越来越多的客户更加关注产品或技术背后的服务质量。“服务创造价值”的理念
已成为企业的共识。得益于现代通信与计算机技术的进步，呼叫中心作为集中式的客
户服务平台，如今也已被越来越多的企业所引入，力求为客户提供更加优质高效的服
务。但“没有满意的员工，就没有满意的客户”，呼叫行业工作压力大、作息不规律
等顽疾严重影响了员工满意度。突出的离职问题已成为制约行业长远发展的瓶颈。因
此，减少员工流失已成为行业管理者们必须面对和解决的重大课题。

本文采用理论分析与个案研究相结合的方法，运用现代企业管理理论对 AC 银行
苏州呼叫中心员工离职问题进行了深入研究。首先，从该中心基本情况及管理现状入
手，对与离职问题较为相关的用工性质、任职年限、岗位职务及工作业绩等因素进行
了详细分析，并与地区同业相比较，指出了其存在的普遍问题及特殊因素。在此基础
上，从员工生命周期角度出发对员工招聘与培训、职业生涯规划、绩效管理、员工辅
导及组织文化等多方面提出了改进意见。最后，重点分析了“80、90 后”的群体特
点，探讨了代际管理在实际工作中的运用，以提高课题研究对实际工作的指导意义。

关键词：呼叫中心 员工离职 变动绩效管理 代际管理
作 者：吴 宏
指导老师：顾建平
Abstract
In highly competitive market today, survival of one enterprise does not only rely on
innovative products or technology but also focus on the quality of the service behind those
products or technology, about which are concerned by more and more customers. The
concept of value created by service has become common view for most enterprises.
Benefitting from accomplishments in modern communications and computer technology,
more and more enterprises have been introducing the call center as a centralized customer
service platform, and trying to provide customers with more qualified and efficient service.
But there is one saying that no satisfied staff, no satisfied customer. Work pressure in
calling industry, irregular working and resting time and other serious problems have been
influenced on employees’ working satisfaction. The highlight problem of resignation has
become a bottleneck restricting the long-term development of this industry .Therefore, how
to reduce staff turnover has become a major issue that those managers must face and
resolve.
This thesis has applied the theoretic researching and case studying methods to analyze
the implement of modern enterprise management theory in resolving the Suzhou call center
employee turnover of AC bank. First, it starts from the call center background and
management status, especially for personal information about those employee turnovers, as
the employment nature, working tenure, job duties, job performance and so on. Then after
comparing with regional peers, this thesis has pointed out their common problems and
special factors. Thus, it has proposed improvements to the multi-pronged approach of staff
recruitment and training, career planning, performance management, employee coaching
and organizational culture from the perspective of the employee life cycle. Finally, this
。。。